Roles, Responsibilities and Membership of the Integration Joint Board Guidance and advice to supplement the Public Bodies (Joint Working) (Integration Joint Board) (Scotland) Order 2014 and Amendment Order 2025

Section 2: Membership of the Integration Joint Board

2. Minimum Membership

The 2014 Order and 2025 Order set out requirements about the membership of an IJB. This includes minimum required membership, and provision for additional members to be appointed.

The IJB is created as a new legal entity that binds the Health Board and the Local Authority together in a joint arrangement. The membership of an IJB reflects equal participation by the Health Board and Local Authority to ensure that there is joint decision making and accountability across both bodies.

The Local Authority and the Health Board will set out the number of representatives that will sit on the IJB within their integration scheme.

The Local Authority will nominate Councillors to sit on an IJB.

The Health Board will nominate non-executive directors to sit on an IJB. Where the Health Board is unable to fill all their places with non-executive directors, they can then nominate other appropriate members of the Health Board as long as at least two nominated members are non-executive directors.

The 2014 Order requires that the Local Authority and Health Board put forward a minimum of three nominees each. This number may be increased by local agreement, but the same number must be nominated by each party. Local Authorities can insist on nominating a maximum of 10% of their full number of Councillors. The Health Board and Local Authority may also agree that they will each nominate a larger number than this.

The IJB will make decisions about how health and social care services are planned and delivered for the communities within their areas. To do this effectively, they may require professional advice, for example, to ensure that the decisions reflect sound clinical practice. It is also recommended that IJBs include key stakeholders within the decision making processes to utilise their advice and experience.

To ensure this, the 2014 Order sets out a minimum membership, but allows local flexibility to add additional nominations as IJBs see fit. In addition to Health Board and Local Authority representatives, the IJB membership must also include:

• The Chief Social Work Officer of the constituent Local Authority
• A General Practitioner representative, appointed by the Health Board
• A Secondary Medical Care Practitioner representative, employed by the Health Board
• A Nurse representative, employed by the Health Board
• A staff-side representative
• A third sector representative
• A carer representative
• A service user representative
• The Chief Officer of the IJB
• The Section 95 Officer of the IJB

The Chief Social Work Officer will be appointed by the Local Authority, and the health professionals will be appointed by the Health Board because of the role they fulfil.

The Chief Officer must be appointed by the IJB and will provide a single point of accountability for integrated health and social care services. The IJB must also appoint the Section 95 Officer who will be the responsible officer for the financial arrangements of the IJB.

The ways in which members of the IJB are identified and appointed will differ. The IJB will co-opt staff-side, third sector, carer, and service user representatives, and this should be done as soon as practicable once the Board is established. The approach to appointing these representatives will depend on local circumstances, for example through existing carer networks or organisations operating within the IJBs area. Section 2.4 below provides guidance and best practice examples on the recruitment and appointment of board members.

Whilst there is a required minimum membership for inclusion, there is also local flexibility for the IJB to add additional members. The Independent Sector, for example provide a significant proportion of social care services and will therefore play a key role in the successful delivery of integrated services in local areas. As part of their strategic planning responsibilities, IJBs should consider their membership cohorts and seek appropriate additional representation as suggested by local priorities. IJBs might also seek additional membership to reflect delegation of functions outside the minimum scope, for example additional professional advice.

If an IJB is established by more than one Local Authority, the 2014 Order makes specific provision for how the minimum membership is to be determined.

2.1 Professional Membership

The 2014 Order requires a minimum professional membership on the IJB as follows:

• Appointment of a GP
• Appointment of a Nurse
• Appointment of a Secondary Care representative
• The Chief Officer of the IJB
• The Section 95 Officer of the IJB
• The Chief Social Work Officer of the constituent Local Authority

With the exceptions of the Chief Officer, the Section 95 Officer and Chief Social Work Officer, the 2014 Order provides some flexibility in the appointment of professional members. However, due to the particular skills and experience required, and the strategic nature of the professional roles on the IJB, the Health Board, Local Authority and the IJB should follow the principles below to ensure they identify the appropriate members of professional staff to fill these posts:

• The professional members appointed will bring professional experience and knowledge to inform the IJB decision making in terms of planning, operational delivery and the effectiveness of major reforms. This advice will ensure the IJB can fully take account of safety and quality of care matters. As such, the appointed person should be able to demonstrate the appropriate experience, skills and competencies to fulfil this role. The appointed member should also demonstrate their ability to work at a senior level and have experience of operating at a strategic level.
• Professional members should have a named, appointed deputy, able to demonstrate a similar level of skill and experience as the substantive appointment. Deputies should be expected to attend only where absolutely necessary to ensure continuity of advice from the professional.
• The Health Board should ensure the appointed professional members have defined roles that are clearly set out, and held locally. The Health Board and/or Local Authority should ensure that they have time, resource and support to fulfil their responsibilities to the IJB for the full term of their appointment.
• As effective strategic planning is key, the Health Board and Local Authority should ensure that the appointed professional members are given specific training and support to contribute effectively to the IJB, where such training is required.

The above principles should also be considered when the IJB opts to appoint additional professional members. However, in this case the application of each principle will depend on the nature and basis on which these additional members are appointed.

2.2 Appointment of Stakeholder and Lived Experience Members

In addition to the professional membership , the 2014 Order requires that stakeholder and lived experience members are appointed to the IJB. At least one member from each of the categories listed below must be appointed:

• Staff of the constituent authorities engaged in the provision of services provided under integration functions.
• A third sector member carrying out activities related to health and social care for the area of the local authority.
• A service user residing in the area of the local authority.
• An unpaid carer providing care in the area of the local authority.

The IJB may also appoint any additional members it sees fit (e.g. representatives of private providers).

As of 1 September 2026, the 2025 Order will also ensure that the following lived experience representative members can vote alongside other voting members (see section 1.1 for further guidance):

• A third sector member carrying out activities related to health and social care for the area of the local authorities.
• A service user residing in the area of the local authority.
• An unpaid carer providing care in the area of the local authority.

The ways in which lived experience and stakeholder members will be identified and appointed to these positions on the IJB will vary due to the local circumstances of each IJB, such as type and number of the representative groups working within their area. Although there will not be a uniform approach in the appointment of the lived experience and stakeholder members, it is important that they are able to appropriately fulfil their roles. The IJB should follow the principles below to ensure they identify the appropriate lived experience and stakeholder members to fill these posts:

• Lived experience and stakeholder members will bring knowledge and insights informed by their lived experience into the IJB to contribute to discussions and inform decisions, while working in the best interests of the IJB.
• The IJB should ensure the appointed member has the resources and support they reasonably need to fulfil their responsibilities to the IJB for the full term of their appointment. The nature and level of support required may vary between individuals and should be considered by the IJB on that basis.
• As effective strategic planning is key, it is recommended that the IJB ensures that the appointed lived experience and stakeholder members are given specific training and support to contribute effectively to the IJB, where such training is required.
• Lived experience and stakeholder members have the ability to identify a suitably experienced deputy, or proxy, as required. It is recommended that deputies should receive the same training and support as substantive members so as to enable them to fulfil their responsibilities as deputies. However, it is ultimately for the lived experience and stakeholder members to determine who is a suitably experienced proxy. The appointment and investment in deputies should form part of best practice succession planning.
• The IJB should where possible encourage lived experience and stakeholder members to connect to peer support networks and organisations. Talking to people, attending forums, and listening to community views between meetings allows lived experience and stakeholder members to stay informed, and helps them make a valuable contribution to the board.

As with professional members, these principles should also be considered when the IJB opts to appoint any additional lived experience and stakeholder members. The implementation of each principle will depend on the nature and basis on which these additional members are appointed.

2.3 Good Practice in Appointing Additional Membership

The 2014 Order and the 2025 Order set out the minimum required membership for the IJB and enable it to appoint additional members across all membership categories where this is necessary to support its functions.

To ensure that all members are equipped to fulfil their roles effectively, sections 2.1, 2.2 and 2.4 set out the principles that should be applied when identifying, selecting and appointing members.

2.4 Recruitment and Appointment of Board Members

Public bodies including IJBs are expected to take positive action to increase diversity within their board appointments. Recruitment and appointment practices should be clearly inclusive, transparent, and designed to attract applicants from a wide range of backgrounds and experiences. As recruitment and appointment is undertaken at a local level, IJBs should ensure that their local recruitment and appointment approaches actively reflect and respond to the needs, demographics and experiences of their communities, and that inclusive practice is applied consistently throughout each stage of the process.

The route of appointment or recruitment will differ locally depending on the category of member; however, examples of positive action may include:

• Ensuring role descriptions use plain and inclusive language, and avoid unnecessary criteria or barriers;
• Using inclusive advertising channels - such as community media, third sector partners, equality networks and platforms reaching under‑represented groups - when recruiting service user and carer representatives;
• Designing application processes that minimise unnecessary formality and allow candidates to demonstrate their suitability in different ways (e.g., guided questions, video submissions, or supported application formats);
• Ensuring recruitment panels include members trained in equality, diversity and inclusion and, where possible, external members to support independent oversight.

IJBs should take proactive steps to broaden the potential applicant pool before recruitment or appointment begins. Opportunities should be visible, accessible and appealing to people with diverse skills, experiences and backgrounds.

Practical steps may include:

• Engaging with community organisations, carers’ groups, disability networks, advocacy bodies and equality forums—including the use of established forums or representative bodies to support nomination or election‑based approaches where appropriate—to raise awareness of upcoming opportunities; providing pre‑recruitment information sessions or “meet the Board” events to demystify the role;
• Clearly outlining the skills and experiences genuinely required for the role, emphasising the value of lived, community and professional experience;
• Offering accessible recruitment materials and ensuring publicity is available in alternative formats and community languages.

Inclusive and accessible recruitment practices should be applied, including where recruitment has traditionally been challenging. To support this, IJBs should try to ensure that reasonable resources and support are in place to remove barriers to participation and enable equitable access to Board membership.

This may include:

• Making accessible technology, communication support, interpreters, or personal assistance available during the recruitment process, including respite support for unpaid carers where needed.
• Offering flexible meeting arrangements to candidates as part of the recruitment and selection process, including hybrid or remote options where appropriate.
• Allowing job share arrangements, to be considered during the recruitment process, where appropriate; where a role is shared, the post will carry one vote jointly held, if the post is a voting role. The approach to how that vote is exercised (for example, how agreement is reached between job‑sharers or who casts the vote) should be determined locally by the IJB, which may set a policy or require agreement between postholders in advance.

It is important that diversity and inclusion are embedded throughout the recruitment model and fully integrated across all aspects of IJB business and governance, rather than treated as an additional or secondary consideration.

2.5 Induction of Members

As well as their collective roles in carrying out the responsibilities of the IJB, members will have individual roles to carry out to ensure that integrated health and social care services are planned and delivered to improve outcomes for the communities they serve. In doing so, IJB members must ensure that this is carried out effectively and in line with the integration planning and delivery principles.

IJB members will come from a wide range of backgrounds, and some may have limited or no previous experience of serving on the board of a public body. All members will therefore require induction training to ensure they are able to carry out their duties to the highest possible standard. Training and development needs will vary between members, and IJBs should determine locally how best to organise and deliver induction and ongoing development.

It is recommended that all members should receive an induction which, as a minimum, covers their specific role, responsibilities, and relevant organisational policies. In line with best practice, the induction programme may include the following elements:

• Training on being an effective board member, equality and diversity, public scrutiny, developing financial skills including understanding budgets, financial reporting, and the board’s role in financial oversight.
• Training on the IJBs Code of Conduct, including the requirements in respect of registering and declaring interests.
• Information about expenses policy.
• Information about IJB structures, processes and key personnel.
• Resources that will be provided to support the member to undertake their role.
• Welcome meetings with IJB members, HSCP leadership and personnel.
• Mentoring and shadowing opportunities.
• How to access papers, online meetings, and any other IT related matters relevant to the local area.

IJBs may wish to consider issuing corporate email addresses to members to ensure they can carry out their roles without needing to use personal email accounts for public-facing business.

The induction process should also explore the development needs for all new members.

In addition, it may be helpful for members to complete a Personal Learning Plan (PLP) following induction to identify individual learning and development opportunities. This is part of supporting board members to help them identify how their board role can contribute to their wider career aspirations, leadership growth and personal ambitions, both during their time on the board and beyond. PLPs can be reviewed periodically with the Chair and Vice-Chair, or with whoever is appointed locally to support training, to support ongoing development throughout a member’s term. As part of the induction process, IJBs should aim to provide members with clear contact details for wellbeing support, alongside information on relevant codes of conduct and how to raise concerns or seek advice, may also be beneficial.

There are also a range of external networks and groups that lived experience members are encouraged to join to support them in their role. These include:

• The Coalition of Carers in Scotland’s Carers Collaborative which supports unpaid carer representatives on IJBs.
• The ALLIANCE’s IJB Lived Experience Representative Network which supports service user members on IJBs.
• TSI Scotland network which supports third sector representatives on IJBs.

The Role of Third Sector Interfaces Advice Note developed by the Scottish Government sets out the role of the third sector interface organisations on IJBs.

The Scottish Government have produced On Board: A Guide for Board Members of Public Bodies in Scotland which can be used as a standard induction pack covering generic issues such as roles and responsibilities of public bodies, and accountability and governance arrangements to supplement the tailored induction that individual IJBs will wish to produce.

The Scottish Government has also produced Leading the Journey of Integration: A Guide for Organisational Development Leaders to support the development of IJBs. The guide highlights the important roles that are required for the integration of health and social care to be a success. It sets out key information paired with development exercises which can be used individually or collectively by an IJB. The guide can be found on the Adult Health Social Care Integration Implementation Website.

2.6 Ongoing Training and Support

All members should be encouraged to attend any ongoing or refresher training as part of their role. Ongoing training and support provided to all members may include:

• Development sessions covering areas such as finance, budget setting, workforce development, performance, strategic plan development, business transformation, and topics relating to functions delegated to the IJB.
• Mentoring or buddying arrangements.
• Online training modules.

It is recommended that IJBs proactively work with members to identify specific development needs.

The Scottish Government’s Facilitating the Journey of Integration: A guide for those supporting the formation of Integration Joint Boards contains tools and resources for all members to use to support personal development.

2.7 Succession Planning

It is recommended that succession plans are put in place to support a structured approach for recruiting, onboarding, developing, and transitioning all members on IJBs. The aim is to ensure continuity, maintain diverse perspectives, and support all representatives to contribute safely, confidently, and effectively.

As best practice, the following may be considered when developing succession plans locally:

• Where possible, transitions should be planned, respectful, and minimise disruption.
• The use of trained proxies and deputies is useful in forming part of the thinking around succession planning, to aid transitions. Local areas might wish to have plans in place for supporting a pipeline of future potential representatives, e.g. through shadowing opportunities or introductory training.
• Recruitment and appointment processes should be open and accessible, giving as much warning of vacancies becoming available as reasonably possible.
• Outgoing members can be offered exit conversations, feedback, and service recognition.

Guidance on Succession Planning for Public Body Boards may be a useful resource to inform succession planning.

2.8 Handling Public Scrutiny

IJBs have a statutory duty to involve people in the planning and development of services, and in the decision making process. ^[2]

The decisions being made by the IJB are therefore subject to significant scrutiny by both the public and the media due to their potential impact on local communities.

It is recommended that IJBs ensure that all members are aware of, and can access the wellbeing support and resources available to support them in their role.

The Improvement Service has a dedicated page containing links to Wellbeing Resources for Elected Members which can also be used by all members of the IJB.

2.9 Expenses

IJBs may pay any reasonable travel and other expenses incurred by its members in connection with their IJB membership as set out in the 2014 Order.

Each IJB holds responsibility for developing and implementing its own expenses policy. Board members should submit expenses claims to their IJB in accordance with their local expenses policy for expenses that have been incurred due to carrying out/undertaking the duties of their role.

Local Authority and Health Board representatives will be subject to the terms, conditions and expenses policies of their employing organisations.

The Coalition of Carers in Scotland has developed an expenses policy template that may be used by IJBs to support the development and implementation of their local expenses policy for lived experience members including service users and unpaid carer representatives. IJBs can use and adapt the template to suit local processes and needs. The template provides best practice examples of when the expenses policy may be applied, and a list of the expenses which members may be able to claim for such as when members undertake work in advance of, and attend:

• IJB meetings;
• Strategic Planning Groups;
• Locality Groups;
• Other related IJB sub-groups;
• IJB related duties and events;

The suggested expenses which members can claim for include:

• Travel costs;
• Subsistence (where no meals or refreshments are provided);
• Replacement care/cover;
• Loss of income to attend meetings;

IJBs should apply the “out of pocket” basic principle whereby no member should be out of pocket as a result of expenses that have arisen through their role, provided such costs are reasonable.^[3]